inability to obtain compliance from workers. The way to get more compliance?

Offer efficient ways to

earn more money

Henri Fayol

who wrote General and industrial management originally published in 1916. Fayol was a successful manager, who headed alarge French coal mining company, which he brought from the brink of bankruptcy to a record of effective performance

Fayol Bridge

Human Relations Perspective

Neoclassical management

$$ + Employee Satisfaction = Productivity

A happy worker is a productive worker

Hawthorne Effect," when you

change--typically improve--your behavior because you know someone is watching

you. These people were pleased someone noticed

them

venting interviews

HR1

Perhaps the greatest criticism toward the

perspective was that it was often manipulative and insincere

the worker having been manipulated into thinking

that management cared first about their personal well being.

HR2

Remember, the HR1

perspective was primarily concerned with allowing and encouraging employee opinion

and listening to them.

Human Resources (HR2)

approach, so is actively seeking it out and regularly adopting what is

proposed. From this perspective, meaningful

interactions with colleagues, subordinates, and bosses are critical for tapping

grew out of a well-established framework--General Systems Theory (GTS)

communication as the "lifeblood of the organization."

Communication dominates the systems

perspective, which thrives on the notion of information as the means to adapt

to changing environments

external communication" or communication outside the organization as a necessary

part of organizational functioning

Systems Perspective

Transformational Model

the organization takes in materials and human resources (input), processes

materials and resources (throughput), and yields a finished product (output)

into the larger environment

In the throughput or transforming process, energy is added (synergy) as the inputs

are "transformed" to outputs

know as nonsummativity or holism

Systems perspective

requisite variety - indicates that the

internal workings of the system should be as diverse and complicated as the

environment in which it functions

Systems Perspective

Negative feedback loops - are

cycles of behavior that maintain the status quo--like a thermometer regulates

temperature.

Positive feedback loops - are

cycles of behavior that help systems change--perhaps to a new level of

homeostasis.

Systems Perspective

The

bottom line with Systems is survival through adaptation--the way companies

survive is to keep the blood (information/communication) flowing. Organizations need effective internal and

external, formal and informal communication systems to adapt to changing

environments, and to coordinate the efforts of all the "parts" of the

organization

Cultural Perspective
a set of conscious and unconscious beliefs and
values, and the patterns of behavior (including language and symbol use) that
provide identity and form a framework of meaning for a group of people

Substance -

These are the meanings

found in company values and norms

Form -

These are

practices that reflect and communicate the company values and

Cultural Perspective

Key

Functions of organizational communication (Cultural Perspective)

Teaches the organization’s “language”

Reflects and transmits culture’s values and underlying logics

Identifies members

Distinguishes subcultures

Inspires

Purpose of telling a negative story

Effective Knowledge Sharing

Purpose of Positive Story Telling

Spark Action

CMS

Crisis Management Strategy

3 Situations require corporate communication response

1. Incident

2. Emergency

3. Crisis

Incident

◦an occurrence not unexpected, even normal

in proportion to the public's expectations of what can happen or go wrong at

work.

◦Makes evening/morning news

Examples

◦Layoff notices

◦Fire

◦Shooting

◦Dip in stock prices

Emergency

◦A major, significant incident which

requires an immediate and considerable response by the responsible

organization.

◦24-48 hour media coverage/updates

Examples

◦Damaging financial report

◦Train derailment

◦Evacuation

◦Major marine spill

Crisis

◦A negative, unexpected, and overwhelming

event, revelation, allegation or set of circumstances which threatens the

integrity, reputation, or survival of an individual or organization.

◦Continuous media coverage could go on for

days or weeks

Important
questions to help communicate effectively during crisis

Who are my stakeholders?

What is my goal?

What is my message?

Who is (are) the messenger (s)?

What do I want stakeholders to do?

How can our company provide timely

updates if events change?

Crisis Communication Truths

Most crisis headlines are gone within a

few days UNLESS there is no or poor communication

The actual or potential damage to the

organization is considerable and the organization cannot, on its own, put an

immediate end to it.

Companies can facilitate the rapid

de-escalation of the crisis through timely and effective communication.

Common
Crisis Communication Mistakes

Slow Response

Fail to

have coordinated message

Present inaccurate information,

conflicting data, or withhold relevant data (lack of transparency)

Top people inaccessible

or appear arrogant, wishy-washy,

in denial, contentious, unaware

Managers or

employees speak (often poorly) and without

authorization

Apologize when not at fault or (worse!)

lack of contrition when it IS your fault

Fail to

prioritize addressing, supporting victims

Communication
priorities during a crisis

Your first response and concern should

always be the victims—and quickly.

Order

for contacting people involved

Most

directly affected (internal and external)

Internal

stakeholders (i.e., employees)

External

stakeholders (i.e., clients)

News

media

Tailor messages appropriately to each

stakeholder group.

Don’t vary key message or tone.

How should you speak in a crisis?

Be humble, helpful, and honest.

Be credible and sincere.

Be accurate and informative.

Stay calm and composed.

Clearly communicate:

◦What happened.

◦How it happened.

◦What you will do so it won’t happen

again.

◦Optional: How you’ll rebound from this

crisis.

Consumers are twice as likely to purchase, pay
more for, and recommend products and services from a company with a leading vs. failing reputation